---
type: case
slug: easy-carros
title: Easy Carros
tagline: "From reactive to proactive, without stopping the operation."
company: Easy Carros
role: "Head of Product"
period: "2023-2024"
category: "Product Leadership"
order: 3
featured: true
status: archived
updated: "2026-07-11"
lang: en
summary: >
  Head of Product at the largest fleet management platform for rental
  companies in Brazil, 350 clients and 130 thousand vehicles. I built product
  from scratch and turned a waterfall operation into data-driven product:
  simultaneous items from 195 to 13, deploy from 1 to 8 a month.
metrics:
  - label: "Work in progress"
    value: "195 to 13 items"
  - label: "Lead time"
    value: "22 to 9 days"
  - label: "Deploy"
    value: "1 to 8 a month"
  - label: "Scale"
    value: "350 clients, 130 thousand vehicles"
tags: [saas, b2b, fleet, product-ops]
---

# Easy Carros

There was no product area. No process, no clear role, no data orientation. The main system ran on Classic ASP, a technology Microsoft was deprecating, with 195 items in development at the same time and monthly delivery.

Product decisions were gut feeling.

Easy Carros is the largest fleet management platform for rental companies in Brazil: 350 clients, 130 thousand vehicles, national coverage. I joined as Head of Product.

## Impact first

Work in progress from 195 to 13 items. Lead time from 22 to 9 days. Cycle time from 14 to 3 days. Deploy frequency from 1 to 8 times a month. Migration to AWS completed. Two new products launched, Easy Pay and the Used Cars vertical.

## The diagnosis that flipped the switch

I mapped the root of the problem into a loop I named the Cycle of Not Knowing. Whoever opens the ticket doesn't know the platform well enough. Out of that gap, they ask for what they believe they need. That request creates unexpected impact on the experience. Result: the product drifts away from the real need of the base.

The conclusion was uncomfortable and necessary: blindly following requests degraded the product.

That insight justified the whole turn, from a reactive, waterfall model to proactive product, driven by discovery, data and prioritization by base value.

## How I structured the function

I set OKRs across three pillars: people, processes and tools. I created job descriptions, rolled out Jira with WIP limits and flow control, and established discovery with the double diamond. I split the work into two tracks: opportunities, about 80%, coming from research and data, and expedites, about 20%, coming from tickets, with triage that grouped duplicates.

One practical rule changed the culture: no card could have a client name. That forced people to think about the whole base, not the isolated case. Improvement is what serves the whole base. Customization is one client's request without validation, expensive to maintain and accepted only by exception.

## Research that structured the roadmap

I launched "Getting to know our client" right at the start, crossing four sources: CX, product data, NPS and interviews with strategic clients. The findings were blunt. "It's the most unfriendly system I've ever seen in my life, I have to write the steps down in a notebook." One client estimated +30% profitability if we solved bank reconciliation and price fluctuation. Registering a vehicle took 15 minutes per car.

Those findings became specific How Might We statements and structured the entire roadmap for the half-year.

## Modernization with no downtime

Instead of a risky rewrite, I set the Strangler Pattern strategy: a new React frontend living alongside the legacy and replacing it module by module. I mapped the full scope, 20 modules, 140 features, 2,605 function points. In parallel, I applied immediate visual improvements through standardized CSS, bringing the legacy closer to the new design system with no meaningful engineering cost. Team health was measured by effort distribution, moving from firefighting to roadmap.

## New products

Easy Pay, payment of vehicle debts, with usability testing where 100% completed the mission without help and gave it a 9. The Used Cars vertical, the link that closes the rental company's profitability, with market research at 7 rental companies and a defined operational target.

## Reflection

The work wasn't only product, it was perception. Part of it was detaching Easy from the image of "the company that promises and doesn't deliver", with an operational response, shorter cycles, and a narrative: position the platform as the XP of rental companies. Each new product wasn't an isolated feature, it was expansion of the value cycle captured per client.